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Managing Manulifes Innovation and Transformation Agenda Harry Pickett SVP and Chief Technology Officer Global Information Services January 31, 2011.

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Presentation on theme: "Managing Manulifes Innovation and Transformation Agenda Harry Pickett SVP and Chief Technology Officer Global Information Services January 31, 2011."— Presentation transcript:

1 Managing Manulifes Innovation and Transformation Agenda Harry Pickett SVP and Chief Technology Officer Global Information Services January 31, 2011

2 2 AGENDA Manulife Who are we? Service Delivery Complexity Global Information Services Strategy Overview Role of Global IS Governance Business Value Creation through Enterprise Architecture Information Technology Landscape Changes and Drivers Three Current Case Challenges Underway Q&A

3 3 Manulife is a leading Canadian-based Global Financial Services Group Established in 1887 A Federated Business Model that operates in Canada and Asia through Manulife Financial and in the United States primarily through John Hancock Serving millions of customers in 22 countries and territories around the world More than 20,000 employees and thousands of distribution partners Receiver of numerous awards and recognition for our customer service, our products, our innovation and people Check us out at

4 4 We deliver our services through a complex global service delivery model 1. Manulifes Infrastructure and Operations data centre services are managed by over 900 employees in 6 major centers 2. …with services delivered by 5 major vendors from 10 core centers 3. Manulifes Applications Services are managed by 1,865 employees in 6 major centers 4. …with development and support services delivered by over 11 vendors in 12 centers 5. …with voice and data services delivered by 4 strategic telecommunications carriers

5 5 Our goal is to deliver an exceptional client experience at the lowest possible cost = Manulife I/O Sites = Vendor I/O Sites = Manulife Applications Centres = Vendor Application Centres = Voice & Data Services

6 6 Understanding the business strategy is the key enabler for delivery of successful business processes, applications and infrastructure and to set the innovation and transformation agenda Technology / Infrastructure Business Processes Applications Globally integrated workforce Highly collaborative workplace Maximize value of information Continual pursuit of Operational Process Excellence Global application services delivery model State of the art standard tools & methods across all divisions Leverage competencies from across the company Examples of world class applications in production Tight alignment of operations and application management Global infrastructure service delivery model Highly robust and secure Multi-vendor delivery of utility-like services Seamless end user connectivity Consistent Service Management discipline across the enterprise

7 7 We use our Global IS Governance Structure to set the priorities, execute the staff work and sanction decisions Global Information Services Executive Committee (GISEC) (Meets Monthly) Global Information Services Executive Committee (GISEC) (Meets Monthly) Global Information Services Leadership Committee (GISLC) (Meets Every Four Months) 4 Global Information Services Governance Councils (Meets Monthly) 4 Global Information Services Governance Councils (Meets Monthly) 12 Standing Working Groups (Meets Bi-Weekly) 12 Standing Working Groups (Meets Bi-Weekly) Task Forces (Meets as Required) Task Forces (Meets as Required) Architecture Review Board (Meets Monthly)

8 8 We run the Gauntlet in most aspects of our innovation and transformation journey Driving the necessary changes has not been easy due to the Federated nature of our organization

9 9 Requirements need to be articulated in language the business understands to secure the necessary funding Enterprise Architecture Outcomes Agility and Faster Time to Market Faster time to market, business agility, better preparedness for acquisitions & mergers integration, better visibility through business process optimization for critical applications Increased IT Operational Excellence Obtain efficiencies, reduce complexity, cost reduction, consolidation, rationalization and intelligent integration. Optimization of technology and applications architecture. architect holistic business and technology solutions, leverage shared services, reuse common interfaces and processes. Predictable Risk and Business Change Management Reducing the risk of making business application and IT infrastructure changes, by adopting best practices, standards and building a map of application dependencies

10 10 We take complex projects/programs and translate them into business value explanations Projects/Programs Business Value AgilityOPS Excellence Risk/Change Management Active Directory (ID & Access Management) Reduces Complexity Reduces Audit Exposure Global International Network GNO Easy to ExpandAsset Optimization Network Redundancy & Improved DR Desktop VirtualizationFaster Provisioning Enhanced DR/BCP & Security IT Service Maturity Program Obtain Efficiencies in IT Operations Best Practices Adoption Global Data Center Strategy (Project Owl + Phoenix + Workday) M & A EnablerTechnology OptimizationAdoption of Standards Enterprise Storage Strategy + Rationalizations Improved Access to Data & Information Decrease Cost of Ownership Reduce Compliance Problems Enterprise Messaging & Collaboration Standardized Environment Improved User Productivity Best Practices & Standards

11 11 Technology is changing at a rapid pace, how we embrace and harmonize the impacts is key to our innovation and transformation agenda 11

12 12 Understanding what is driving these shifts helps us jointly prioritize our technology agenda to support the business economic downturn reductions in IT budgets need for efficiency, effectiveness retirement risk undocumented legacy knowledge transition from Gen X to Gen Y rich mobile devices cloud computing advancements in architectures and associated development languages

13 13 How familiar does this look in your respective organization?

14 14 Manulife Financial has adopted a transformation model to execute our application modernization and consolidation strategy New Product Development Operations Efficiency / Straight-through Processing Distribution Accelerated Speed-to-Market Elimination of low-value applications Reduced Application Support Costs I&O Reductions Software Licensing Savings Modern Environments for strategic applications Upgrades / Platform Currency Replatforming, Rehosting, Decommissioning Leveraging Application architectures / tools Metrics Infrastructure Outsourcing Best-in-class processes (ITIL) Global Resourcing Development Product & Process Improvements Development Product & Process Improvements Application Modernization Application Modernization Application Consolidation Application Consolidation Operational Effectiveness Operational Effectiveness Savings Reinvested

15 15 Business analytics and intelligence is a hot topic on our business and IS strategic agenda, tackling this issue is a complex task Struggling to meet Business Information Needs Various Levels of Data Management Understanding Mixed levels of business engagement in Data Management Inconsistent or Informal Data Management Practices Limited line of sight to Data Asset Inventory Data Management Efficiency Opportunities Immature Data Governance

16 Establishment of the foundational pre-requisites is how we are approaching our data management efforts Business Information Needs More formal understanding of the business strategic information needs is required Need to help the business transition from Data Hunter to Information Consumer Current Capabilities Business and IT are engaged and understand the need for better data management practices Need to better understand their current capabilities (roles, responsibilities, practices and disciplines) Education and Communication General awareness of Data Management concepts and best practices Teams are looking for more education and awareness of DM efforts in the Business and IT Roles and Responsibilities Several efforts are aligned with industry best practices Need to be reinforced with sustainable data management capabilities Leverage and Governance Many common challenges and opportunities to drive increase value and reduce costs Need formalized practices supported by a common data governance model 16

17 The Digital Universe Is Growing Faster than Global IT Spending & Staffing Source: IDC Digital Universe White Paper, May 2010 CAGR (2008 thru 2012) Digital Universe WW IT Spending WW IT Staffing 51% 2% 1% Source: IDC. 70 % 85 % Of the digital universe will be created by individuals Of the digital universe will be the responsibility of organizations to manage and secure

18 Better management of our data growth and storage requirements is also a key focus area for us Explosion of multiple new data streams Virtualization / Cloud / Social Media / Digital Everything Next Gen Business Intelligence and TNT – The Next Thing Growth demands storing more for less Deduplication, compression and thin provisioning Converged connectivity and acceleration Blurring of Memory and Storage uses Widening system and HDD performance gap Flash memory for extended cache and high performance storage tiers (solid state drives) Smarter data placement – blocks and files Storage as a Service – increased SLA demand Availability/Recoverability – always on Business agility for structured and unstructured data Security, Encryption, Compliance and Governance built in and leveraged where required Can you afford petabyte scale … and beyond ? Cost of Storage Not a long time 18

19 We have adopted an Enterprise Storage Strategy to better manage our growth and contain cost Centralize & consolidate to leveraged economies of scale SAN and NAS to leverage larger storage pools where appropriate Policy based automation to reduce operational efforts Storage tiers to contain costs of growth Non-prod vs Prod split into mission critical vs non Align storage arrays to business SLA – enterprise vs mid-range Thin provisioning and data dedupe Tier Data Protection to remove contention & enable future DR Archive to contain future growth – & files Best of Breed while leveraging past investments as much as possible Dual vendor strategy Asset lifecycle strategy to reduce capital expenditures yet align procurement timeframes

20 The emerging challenge, collaboration and communication is now centered around people and is device agnostic 20 Business Driver Seamless and secure access to the people and information you need, whenever and wherever you are. Technology Enablers Intranet, Internet, Social Networks, Cloud Computing, Mobile Devices, Messaging, Web/Video Conferencing, Unified Communications ….

21 21 Questions

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